The role of knowledge management in organizational performance: A case study

Azzam Othman, Surour Slayem Alshamsi

Abstract


The huge amount of knowledge in our daily lives and the continuous work to organize and use it in the best possible way have led to the emergence of knowledge management. On the other hand, the term "performance" is a widely used vocabulary in management, and pursuing the best performance will always be the ultimate goal of all organizations. During a change in the organizational interaction, project, administration, or some other factors may disrupt the framework of knowledge management. Furthermore, when the change is managed, there are high possibilities that the linkage of data could be influenced and don't give proper outcomes when it is recovered on various events. Additionally, it is clear that associations that apply knowledge management framework avail from the information and data needed on any event while ensuring that all components, including accountabilities, cycles, advancements, and administration, are being performed immaculately. In this way, our research features the potential pitfalls that may disrupt the knowledge management framework while dealing with a change and proposed an all-inclusive framework to manage any change in the association. The main source of the data presented in this study was obtained from interviews conducted with professionals in the field who are currently employed in Precision Industries LLC, Dubai, United Arab Emirates. They were asked about issues they faced while managing KM framework during change management. This study suggested a structured framework to be utilized during an organizational change so KM pitfalls may diminish and achieve a successful change management strategy.

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